I’ll send the files through email.

Comfort transportation
C
Table of Contents
Introduction    2
Alignment of Learning Outcomes and Business Goals    4
Choice of Training Methods    6
Assessment Methods & Training Evaluation    7
Resource and Investment Requirements    9
References    10
Introduction
Ever since the appearance of cab hailing companies such as UBER and GrabCar in Singapore, the taxi companies have been facing tremendous amounts of competition. The fleet operated by the traditional taxi companies was to the tune of 30,000 in 2016 with UBER and GrabCar having close to 10,000 vehicles plying the roads. The National Taxi Association has raised the issue several times, calling for a more evened out playing field, this was followed by the reduction in prices and the launch of aggressive price promotion by the Ride Hailing App Companies.
The commuters, though remaining agnostic, have been the unmitigated beneficiaries of this competition with their key concern being travelling to their respective destinations in the cheapest and fastest way possible.
The drivers have had a mixed impact with those previously leasing out vehicles have now shifted to the cheaper private hire cars. Being cheaper along with their revenue generating opportunity, which when combined with the flexibility to use them at the driver’s discretion have left a divide within the cab drivers. A survey showed that nearly 45 % of the UBER drivers work for 10 hours per week or less, indicating the usage of vehicles in a more private sense. Under this setting drivers are more like free agents who operate at will, a freedom not available to drivers working with the traditional taxi companies who are bound by long term contracts and have to wait to switch till the lease expires.
The taxi companies such as SMRT & ComfortDelGro have the maximum exposure in this disruptive phase in the industry, using their 1990’s software implementation, LTA (Land Transport Authority) regulated fare meters & paint jobs on the cars. The companies and their operating methods are quickly becoming outdated in this new technology based fight for a larger piece of the pie. Taxi firms ought to explore new avenues to attract drivers which also alters their business approach to driver such as revenue sharing models and reduce the leasing costs. For the customers, they could get rid of the annoying and expensive surcharges that haunt a number of commuters to regain market competitiveness.
AUYONG, H. (2018).
Agarwal, S., Charoenwong, B., Cheng, S. F., & Keppo, J. (2018)
Training Proposal
The proposal covers training modules for the drivers to help them better connect with, perform and communicate with the commuters. There will be another separate module for the IT team to help them better gauge the technology and tools to drive traffic towards the traditional taxi industry using emergent technologies such as Artificial Intelligence, Internet of Things and Machine Learning tools. The last module will be directed towards the management to help them better implement the solution and be more encouraging towards the use of these emerging technologies. The training period should last for 6-8 weeks.
The challenges that will be addressed by the training modules will be achieving better performance and scoring for the drivers, sensitizing the management to the driver’s problems which will lead to their specific addressal and increased driver retention and hiring...